Dr Naeema Pasha, author and speaker, discusses how HR should react to the racism and Islamophobia that fuelled riots in the UK.
The recent far-right riots in the United Kingdom have sent shockwaves through communities. These violent incidents specifically targeted mosques, asylum seeker accommodations, and people of colour. Police officers have been injured, and while the riots have stopped, tensions continue to escalate. The underlying causes of these riots are deeply rooted in racism and Islamophobia, exacerbated by the rapid spread of misinformation on social media platforms.
Our recent experience of race movements means we learned that Black lives matter as much as all other lives and inequity exists across different races in education, housing and employment. We also found that organisations that stand up to race do better overall. My work in Henley Business School researching race published in The Equity Effect report, found businesses which actively confront inequity and racism with practical measures, can expect to see an improvement in their employees’ job satisfaction, loyalty, creativity and, ultimately, value, recording an average revenue 58% higher than those which did not.
The reasons are obvious – but for the sake of recap, here they are again: Racism slows down growth not least because talent pools are smaller, and so innovation is reduced. Racism causes organisational trauma – the research found that even witnessing racism happen as white employees had a huge negative impact on productivity. As many as 22% of employees say they have personally experienced or seen discrimination of some sort in their workplace, with many citing race as the primary pretext (55%). I found during the Black Lives Matter movement that organisations took time to get into a culture of ‘we must address race’ but eventually things started to happen. So we should be ok this time round? Not quite as we see slow responses in HR teams on race and Islamophobia. Here are some thoughts and provocations:
Where is the focus?
Focussing discussion primarily on the legitimate concerns of rioters might block addressing fear and concerns of some employees: Many UK citizens are grappling with declining living standards, neglected local facilities, benefit cuts, and reduced services. This sense of disillusionment and frustration becomes fertile ground for racist extremists who offer simplistic solutions to complex problems. So yes, economic hardships fuel resentment and create an environment where hate can thrive. But the poorest in UK society are often from minority groups who therefore also have legitimate concerns, but at this time, did not take to rioting. So conversations on root causes must be carefully nuanced enough to ensure that criminal activity and hate is not legitimatised as this contributes to fears in employees as they or their families may have been affected.
Politicians and Media and HR: Some politicians have contributed to the toxic environment by using dangerous anti-migrant and Islamophobic rhetoric. Figures like Suella Braverman and Nigel Farage have laid the groundwork for violence through their inflammatory statements. Additionally, media outlets have vilified certain communities, further deepening the divide. As HR leaders now, where do we go if senior politicians say this? We really need to be focussing back on the purpose, mission, vision of an organisation. This is essential at this time, review practices in DEI – then giving it teeth. For example not letting hate discussions to flourish in person or online in the organisation. And this time mindful that Islamophobia needs to be addressed as well as racism.
Scapegoating needs to be addressed: Migrants, Muslims, and ethnic minorities are unfairly blamed for policy failures. Whether it’s the strain on the National Health Service (NHS), housing shortages, or job opportunities, these communities are often scapegoated without evidence. The claims made against them are demonstrably false, but they persist, perpetuating division and animosity. If we had more courageous conversations on these in workplaces, we may get balanced thinking – but it will take courage to have a chat on Islamophobia.
Lessons for HR & Diversity, Equity, and Inclusion
To combat racism and Islamophobia, we must hold those who spread dehumanising rhetoric accountable. Whether it’s public figures, media personalities, or online influencers, addressing hate speech is essential. Structural racism and bias must be acknowledged and actively dismantled. But this becomes a bigger task for DEI groups, but even so it must not be brushed under the carpet. I found in my research that while leaders know the impact of racism on their organisation – including that impact on revenue – chose to not address is because is a difficult and complex area that requires huge emotional labour from them.
The Role of HR Leaders
It is hard, but during these tumultuous times, HR leaders play a critical role in supporting employees and fostering a positive workplace environment. Here’s how they can contribute:
- Open Dialogue: HR leaders should encourage open conversations about racism, Islamophobia, discrimination, and bias. Creating safe spaces for employees to share their experiences is essential.
- Training and Education: Implement training programs that address socialised bias, cultural competence, and allyship. Educating employees helps build empathy and understanding.
- Policy Review: Evaluate existing policies to ensure they promote diversity and inclusion. Make necessary adjustments to prevent discrimination.
- Mental Health Support: Prioritise employee well-being by offering mental health resources and counselling services – especially to those feeling under attack and de-valued.
Addressing racism and Islamophobia requires collective effort – from individuals to corporations to politicians. We are all part of the solution.
